Artificial Intelligence (AI) is transforming organizational dynamics, and revolutionizing corporate leadership practices. This research paper delves into the question of how AI influences corporate leadership, examini...Artificial Intelligence (AI) is transforming organizational dynamics, and revolutionizing corporate leadership practices. This research paper delves into the question of how AI influences corporate leadership, examining both its advantages and disadvantages. Positive impacts of AI are evident in communication, feedback systems, tracking mechanisms, and decision-making processes within organizations. AI-powered communication tools, as exemplified by Slack, facilitate seamless collaboration, transcending geographical barriers. Feedback systems, like Adobe’s Performance Management System, employ AI algorithms to provide personalized development opportunities, enhancing employee growth. AI-based tracking systems optimize resource allocation, as exemplified by studies like “AI-Based Tracking Systems: Enhancing Efficiency and Accountability.” Additionally, AI-powered decision support, demonstrated during the COVID-19 pandemic, showcases the capability to navigate complex challenges and maintain resilience. However, AI adoption poses challenges in human resources, potentially leading to job displacement and necessitating upskilling efforts. Managing AI errors becomes crucial, as illustrated by instances like Amazon’s biased recruiting tool. Data privacy concerns also arise, emphasizing the need for robust security measures. The proposed solution suggests leveraging Local Machine Learning Models (LLMs) to address data privacy issues. Approaches such as federated learning, on-device learning, differential privacy, and homomorphic encryption offer promising strategies. By exploring the evolving dynamics of AI and leadership, this research advocates for responsible AI adoption and proposes LLMs as a potential solution, fostering a balanced integration of AI benefits while mitigating associated risks in corporate settings.展开更多
From the perspective of the insiders and outsiders,this study explores the influence of differential leadership on employees’affective commitment and the moderating effect of leader’s self-enhancing humor and indivi...From the perspective of the insiders and outsiders,this study explores the influence of differential leadership on employees’affective commitment and the moderating effect of leader’s self-enhancing humor and individual traditionality.The results show that the differential leadership has a positive impact on the organizational affective commitment of employees,the leader’s self-enhancing humor and the employees’traditionality play a positive regulatory role respectively.Moreover,compared with the outsiders,the low traditionality has a stronger influence on the relationship between differential leadership and organizational affective commitment of the insiders.This paper enriches the research on the influence of leadership style on employee’s affective commitment,proposes and verifies the moderation of leader’s self-enhancing humor and employee’s traditionality,which complements the boundary conditions for the effectiveness of differential leadership style.展开更多
Porter identifies high market share with cost leadership, citing GM as a successful practitioner of this strategy. However, GM became a market share leader in the American automobile industry due to a strategy of mark...Porter identifies high market share with cost leadership, citing GM as a successful practitioner of this strategy. However, GM became a market share leader in the American automobile industry due to a strategy of market segmentation, differentiation and a broad scope shaped during the 1920s. Porter argues that cost leadership and differentiation offer an equally viable path to competitive success. Nevertheless, a differentiation strategy based on superior quality compared to competition is more profitable than cost leadership strategy. It can lead a business to become a market share leader, and consequently even a low-cost leader. Research indicates that differentiation and cost leadership can co-exist. However, Porter insists that each generic strategy requires a different culture and a totally different philosophy. The problem is that Porter＇s generic strategies are too broad. It is not his logic that is flawed, but his basic premise that prescribes cost leadership strategy as the only route to market share leadership, and presents a narrow view of differentiation with a unique product--sold at a premium price--on the one hand, and a ＂standard, or no-frills＂ product on the other. Mintzburg （1988） says Porter＇s cost leadership strategy should be called ＂price differentiation＂： a strategy that is based on a lower price than that of the competition. He suggests that business strategy has two dimensions： differentiation and scope. Thus, setting scope aside, competitive strategy has only one component： differentiation. So, the key question is not whether to differentiate, but how？ First, make customer-perceived quality as the foundation of competitive strategy because it is far more critical to long-term success than any other factor. Second, serve the middle class by competing in the mid-price segment, offering better quality than the competition at a somewhat higher price. It is this path that can lead to market share leadership--a strategy that can be both profitable--and sustainable.展开更多
文摘Artificial Intelligence (AI) is transforming organizational dynamics, and revolutionizing corporate leadership practices. This research paper delves into the question of how AI influences corporate leadership, examining both its advantages and disadvantages. Positive impacts of AI are evident in communication, feedback systems, tracking mechanisms, and decision-making processes within organizations. AI-powered communication tools, as exemplified by Slack, facilitate seamless collaboration, transcending geographical barriers. Feedback systems, like Adobe’s Performance Management System, employ AI algorithms to provide personalized development opportunities, enhancing employee growth. AI-based tracking systems optimize resource allocation, as exemplified by studies like “AI-Based Tracking Systems: Enhancing Efficiency and Accountability.” Additionally, AI-powered decision support, demonstrated during the COVID-19 pandemic, showcases the capability to navigate complex challenges and maintain resilience. However, AI adoption poses challenges in human resources, potentially leading to job displacement and necessitating upskilling efforts. Managing AI errors becomes crucial, as illustrated by instances like Amazon’s biased recruiting tool. Data privacy concerns also arise, emphasizing the need for robust security measures. The proposed solution suggests leveraging Local Machine Learning Models (LLMs) to address data privacy issues. Approaches such as federated learning, on-device learning, differential privacy, and homomorphic encryption offer promising strategies. By exploring the evolving dynamics of AI and leadership, this research advocates for responsible AI adoption and proposes LLMs as a potential solution, fostering a balanced integration of AI benefits while mitigating associated risks in corporate settings.
文摘From the perspective of the insiders and outsiders,this study explores the influence of differential leadership on employees’affective commitment and the moderating effect of leader’s self-enhancing humor and individual traditionality.The results show that the differential leadership has a positive impact on the organizational affective commitment of employees,the leader’s self-enhancing humor and the employees’traditionality play a positive regulatory role respectively.Moreover,compared with the outsiders,the low traditionality has a stronger influence on the relationship between differential leadership and organizational affective commitment of the insiders.This paper enriches the research on the influence of leadership style on employee’s affective commitment,proposes and verifies the moderation of leader’s self-enhancing humor and employee’s traditionality,which complements the boundary conditions for the effectiveness of differential leadership style.
文摘Porter identifies high market share with cost leadership, citing GM as a successful practitioner of this strategy. However, GM became a market share leader in the American automobile industry due to a strategy of market segmentation, differentiation and a broad scope shaped during the 1920s. Porter argues that cost leadership and differentiation offer an equally viable path to competitive success. Nevertheless, a differentiation strategy based on superior quality compared to competition is more profitable than cost leadership strategy. It can lead a business to become a market share leader, and consequently even a low-cost leader. Research indicates that differentiation and cost leadership can co-exist. However, Porter insists that each generic strategy requires a different culture and a totally different philosophy. The problem is that Porter＇s generic strategies are too broad. It is not his logic that is flawed, but his basic premise that prescribes cost leadership strategy as the only route to market share leadership, and presents a narrow view of differentiation with a unique product--sold at a premium price--on the one hand, and a ＂standard, or no-frills＂ product on the other. Mintzburg （1988） says Porter＇s cost leadership strategy should be called ＂price differentiation＂： a strategy that is based on a lower price than that of the competition. He suggests that business strategy has two dimensions： differentiation and scope. Thus, setting scope aside, competitive strategy has only one component： differentiation. So, the key question is not whether to differentiate, but how？ First, make customer-perceived quality as the foundation of competitive strategy because it is far more critical to long-term success than any other factor. Second, serve the middle class by competing in the mid-price segment, offering better quality than the competition at a somewhat higher price. It is this path that can lead to market share leadership--a strategy that can be both profitable--and sustainable.
